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Engaging Leadership
This document discusses the critical importance of employee engagement in driving organizational success and profitability, highlighting that higher engagement leads to significant increases in operating income and earnings per share. It outlines six essential behaviors that leaders can adopt to foster engagement, including positivity, effective communication, and the recognition of employee contributions. The research emphasizes that leadership plays a vital role in creating an environment that motivates employees to invest in their work and achieve organizational goals.
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Engaging Leadership
- 1. The Role ofCharisma
- 2. Deiric McCann Five bestselling business books 1000+ articles on management topics Senior Vice President - International
- 3. Profiles International • Founded 1990 • 700 offices in 90 countries • 45 Regional Offices • 45,000+ clients worldwide
- 4. What’s the single most important challenge to all leaders? Getting Positive Results
- 5. A Critical Reality The magnitude of your team’s contribution to your success will be directly proportional to how engaged they are with the organization and their jobs.
- 6. Employee engagement isthe extent to which employees… …are motivated to contribute to organizational success, and are willing to apply discretionary efforts to accomplishing tasks important to the achievement of organizational goals. Vernon Bryce, Talking in TradeArabia
- 7. Engagement = Productivity& Profitability …we looked at fifty global companies over a year, correlating employee engagement levels with financial results... The companies with high employee engagement had a 19% increase in operating income and 28% growth in earnings per share. Conversely, companies with low levels of engagement saw operating income drop more than 32% and earnings per share decline 11%. Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries)
- 8. Engagement = Productivity& Profitability …which equates to: …a 51% Gap in Operating Income! …a 39% Gap in Earnings per Share! …between high and low engagement organizations Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries.
- 9.
- 10. Engagement is DrivenBy • Job Fit • Leadership – too often forgotten!
- 11. The Overlooked Roleof The Leader in Engagement … a great workplace is measured by the quality of three, interconnected relationships: The relationship… …between employees and management …between employees and their jobs/company …between employees and other employees Fortune Magazine’s “100 Best places To Work”
- 12. The Common Thread?
- 13. The Research: WhatWe Did • 40,000 manager-leaders assessed … • …by almost 400,000 ‘Direct Reports’
- 14. To what extent does your manager… • “…create and maintain a work environment where you are emotionally and intellectually committed to the organization’s goals” • “…build an energetic and positive attitude in you that inspires you to do your very best” • “…create a common sense of purpose where you are more inclined to invest extra energy and even some of your own time in your work."
- 15. The Research: WhatWe Found • It ALL comes down to behavior! • ANYONE can learn to be a highly engaging leader
- 16. ANYONE can becomean engaging & productive leader: Six of the Most Critical Behaviors 1. Be a Beacon of Positivity 2. Communicate Effectively 3. Tailor Your Vision 4. Be Energetic & Enthusiastic 5. Recognize the Greatness in Others 6. Use the Charismatic Power of Belief in People
- 17. 1. Be a Beaconof Positivity
- 18.
- 19. Positivity / NegativityRatio 1:1 2:1 3:1 4:1 5:1 6:1 7:1 8:1 9:1 10:1 11:1 Team Team ‘Languishes’ ‘Flourishes’ Creativity dies, Creativity thrives, relationships relationships are enhanced, break down & engagement rises, productivity dives people work in ‘flow’, & productivity rises The ‘Losada Zone 2.9013:1 The ‘Losada Line’ Engaging and productive leaders focus on keeping their environment & people in the Losada Zone
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- 21. 1-on-1 Communications • Keep it upbeat • For heaven’s sake, listen! • Solicit ideas, opinions and suggestions • Create a comfortable climate for raising concerns
- 22. 3. Tailor YourVision
- 23. …the best way to keep your stars (engaged) is to know them better than they know themselves - and then use that information to customize the career of their dreams -Source: Timothy Butler & James Waldroop: “Job Sculpting” Harvard Business Review - September-October 1999
- 24. Tailor Your Vision •What are their strengths? • What are their development needs? • What goals do they have for themselves? • What does success look like for them? • What are their family circumstances? • What are their passionate interests? • What will they learn / how will they become more valuable helping you to achieve your vision?
- 25. 4. Energy & Enthusiasm
- 26. Emotional Contagion “Results of our studies clearly indicated that leaders’ emotional expressions play an important role in the formation of followers’ perceptions of leader effectiveness, attraction to leaders and follower mood … … charismatic leaders enable their followers to experience positive emotions … …the behavior of leaders and managers can make a difference in the happiness and well-being of the followers by influencing their emotional lives” Joyce E.Bono & Remus Ilies
- 27. 5. Recognize the Greatnessin Others
- 28. Recognition is Chemical Recognition for good work releases Dopamine in the brain, which creates feelings of pride and pleasure. Better yet, that Dopamine hit cements the knowledge that more of that behavior will create more praise, resulting in another Dopamine drench, and so on. ‘In Praise of Praising Your Employees’, Gallup Management Journal
- 29. Recognition is Psychological The ‘Norm of Reciprocity’
- 30. 6. The CharismaticPower of Belief in People
- 31. 2 Key Driversof Individual Performance • Leader’s expectation of an individual
- 32. “…if you havepositive expectations of all of your people then, consciously and unconsciously, you will continually transmit those expectations and support your people in raising their self-esteem, their expectations of themselves, and their engagement with their work to produce the results you expect of them.” - ‘Leadership Charisma’, Haney, Sirbasku, McCann
- 33. 2 Key Driversof Individual Performance • Leader’s expectation of an individual • Individual’s expectation of her-/himself
- 34. “…you must have the very highest expectations of your people, knowing that your expectations will become their expectations – and that their expectations will translate to unprecedented productivity, performance and success.” - ‘Leadership Charisma’, Haney, Sirbasku, McCann
- 35. ANYONE can becomean engaging & productive leader: Six of the Most Critical Behaviors 1. Be a Beacon of Positivity 2. Communicate Effectively 3. Tailor Your Vision 4. Be Energetic & Enthusiastic 5. Recognize the Greatness in Others 6. Use the Charismatic Power of Belief in People
- 36. ‘You cannot managewhat you cannot measure’ Leaders typically have little idea what they are doing that is engaging – or disengaging – their people
- 37. And the onlypeople who can tell them… ‘Self’ Anonymous Each Direct & Confidential Leader / ‘Boss’ Reports Manager Anonymous Peers & Confidential
- 38. Checkpoint: Leadership Charisma Index & Leadership Charisma Quotient www.profilesinternational.com © 2011 Profiles International, Inc. All rights reserved | 39
- 39. Checkpoint: A Uniquely Complete Leadership Development System www.profilesinternational.com © 2011 Profiles International, Inc. All rights reserved | 40
- 40. What’s the single most important challenge to leaders in this economy? Getting Positive Results
- 42. The Role ofCharisma
- 43. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International 14 , Robinson Road, #08-01A, Far East Finance, Singapore 048545 Email: info@profiles.com.sg Telephone: 65717031 Fax: 63334636 Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business